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Case Studies

We invite you to learn how the work of Ball Consulting Group has changed the outcomes of some of our key clients

LEADING AN EPIC JOURNEY

CLIENT: BOSTON-BASED ACADEMIC MEDICAL CENTER
SITUATION ANALYSIS 

The leadership of a large Boston teaching hospital had made the decision to convert its electronic medical record system to one developed by Epic, the fast-growing medical technology company known for its innovative product designed for the specific needs of each client.

A large-scale systems change affecting both inpatient and outpatient records had the potential to seriously disrupt hospital revenue if the “go-live” wasn’t executed well. As a result, staff members across the organization were fearful of the change and the level of training involved, and management was concerned about workflow changes that had the potential to disrupt even the most routine activities.

Internal communications were seen as central to the success of the transition, and Ball Consulting Group was engaged to design and execute a communications plan.

OUR WORK 

We created a plan with a comprehensive timeline that specified the timing of various plan tactics. We identified the communications vehicles we would use to keep staff updated, informed, and engaged. We also made recommendations about ancillary activities that would support the communications goal of the project.

We facilitated naming sessions where we led brainstorming and whiteboarding activities, soliciting ideas from the broad hospital community, and making recommendations for a unique hospital name for the new system.

We were embedded in the project management team, attending all meetings and reporting on progress relating to the communications goal. We created new tools to communicate with the diverse teams at the hospital, including a weekly communication to nursing staff and expanded “huddle cards,” which medical teams could use to relay quick bits of information about the project.

We also designed and implemented a memorable project kickoff with greetings from the CEO and Epic’s project leadership, videos and demonstrations, and a branded “stressball” with the newly chosen system name that incorporated both elements of humor and genuine stress reduction.

RESULTS 

Hospital staff reported that they felt empowered as a result of the plan and our implementation of it. In surveys, staff stated that they felt adequately informed about upcoming changes and their roles and responsibilities with regard to that change.

Go-live occurred as scheduled in both the inpatient and outpatient departments and disruption was kept to a minimum.

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UP FROM THE ASHES

CLIENT: LAKEVIEW PAVILION, FOXBOROUGH, MA.
SITUATION ANALYSIS

The new Lakeview Pavilion rose from the ashes of a devastating fire that had destroyed the historic wedding venue in Foxborough, Mass., in 2014.  The owners were knocked out of the hypercompetitive wedding business for 17 months while they rebuilt the facility.  To be idle for so long put significant pressure and expectations on the grand reopening ceremony.

OUR WORK

Because of results we had achieved previously for the owners, including immediately after the fire and the groundbreaking for their new facility, Lakeview again engaged Ball Consulting Group to let brides and grooms know they were back in business and better than before.  And that was no cliché – the new Lakeview featured a modern design, two spacious ballrooms instead of one, and a facility well-equipped to cater weddings and host special events.

The owners’ specific objectives were to:

  • Create a high-impact media event celebrating the new facility
  • Increase awareness among prospective brides and grooms in Boston, southeastern Massachusetts and Rhode Island that they were fully up and running again.
RESULTS

We worked closely with our client in the lead-up to the event, giving them feedback on event logistics, revising their speeches so that they were just right for their celebratory, emotional delivery, and coordinating interviews.

Our media list included local and regional TV stations, newspapers and news sites, as well as wedding and bridal trade publications.  The saturation strategy worked, with many impressive media results that contributed to a significant uptick in calls and bookings for Lakeview:

  • Providence, R.I., TV station ABC6 aired a story nearly a month prior to the event, then returned to cover the event.
  • Providence, R.I. TV stations WPRI-TV and NBC sent reporters to cover the event.
  • Boston TV stations WCVB and NECN sent reporters to cover the event and WBZ and Fox 25 mentioned it during broadcasts.
  • The Boston Globe published a “Build” feature, focused on Lakeview’s design and construction the morning of the event.  The story ranked as the second most-read business story of the day and ran on BostonGlobe.com’s home page throughout the day.
  • The Boston Globe also tweeted the story four times to its 401,000 followers.
  • Globe South published an article on the facility’s reopening.
  • The local paper, the Foxboro Reporter, ran a story in advance as well as a story covering the event.
  • Boston Magazine’s separate “Weddings” publication and Rhode Island Monthly’s Engaged magazine blogged about the event afterwards, using our contributed photos.
  • Three months after the event, The Knot, a quarterly wedding magazine and one of the top wedding brands, featured Lakeview in its “new and noteworthy” column in its New England issue.
  • The Sun Chronicle, covering southern Massachusetts and northern Rhode Island, published multiple reports before and after the event.
  • Another local newspaper and the local Patch site published our press release in full.
  • The cable TV access show, “Foxborough Central,” taped the entire event and aired it multiple times for local viewers.
  • The ethnic “Grecian Echoes” radio show mentioned the grand opening during the show.
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DRAWING ATTENTION TO A BETTER PUBLIC HOUSING MODEL

CLIENT: WORCESTER HOUSING AUTHORITY
SITUATION ANALYSIS 

Public housing in Worcester, Mass., is similar to public housing everywhere in America. Rather than a short-term, stop-gap form of assistance for families in the midst of a crisis, it has become a permanent way of life, leading to a multi-generational cycle of poverty. The data is startling:

  • Over 70% of residents are unemployed
  • Some 40% of residents have no high school diploma or GED
  • More than half of residents do not have a driver’s license

The fact is, those working with families living in Worcester public housing state that children growing up there are more likely to know somebody in jail than know a college graduate.

The Worcester Housing Authority launched A Better Life in 2011. The program requires that able-bodied tenants of state-funded public housing units work or go to school for continued tenancy in a Worcester Housing Authority unit. It seeks to help tenants of public housing by creating a pathway out of poverty and toward independence.

OUR WORK 

Funded by a grant from a local health foundation in Central Massachusetts, the Worcester Housing Authority engaged Ball Consulting Group in September, 2015. The intent was to build awareness of A Better Life nationally so that it could garner support from policy makers and serve as a model for housing authorities across the nation seeking to create similar programs.

RESULTS 

Over the six months that we worked with the Worcester Housing Authority, we generated substantial results:

  • Created an ongoing feature on The Huffington Post for Worcester Housing Authority executive director Ray Mariano, where he could communicate directly the merits of A Better Life, and we placed five posts on the site
  • Wrote and placed an op-ed in Governing magazine
  • Secured a feature story on the program in The Atlantic
  • Successfully pitched a TV feature story to FOX 25 in Boston
  • Created an opportunity for our client to appear on a public affairs radio program
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PREVENTING A CRISIS FROM COMPOUNDING

CLIENT: INTERNATIONAL ACADEMY OF COMPOUNDING PHARMACISTS
SITUATION ANALYSIS

The New England Compounding Center (NECC) crisis began in Fall of 2012 with one or two isolated calls to the International Academy of Compounding Pharmacists (IACP) from reporters wanting to learn more about compounding pharmacies.  It seemed that there was a meningitis outbreak relating to a large compounding facility west of Boston, and that there were now patient deaths being reported.

Those early media calls led to a tidal wave of international media interest, as hundreds of patients took ill and deaths began to be reported by the CDC seemingly every day.  As details emerged about unsafe practices at NECC and a lack of government oversight, journalists were demanding answers, soon to be followed by members of Congress.

OUR WORK

IACP’s objective was clear: to educate the public about the compounding pharmacy profession and to demonstrate that the practices of NECC were in no way representative of the profession.  A backlash that could have prevented patients from getting their medications and potentially put compounding pharmacists across the country out of business had to be stopped.

IACP engaged Ball Consulting Group, LLC, because of its deep experience in managing crises and familiarity with compounding pharmacy issues.  We developed a strategy, created messages, issued statements, prepared IACP leaders for media interviews, and ensured that every media call would get a response.

The situation didn’t just contain one element of a crisis, it had virtually all of them: alleged violations of federal and state law; cover-ups and obstructed investigations; patient injuries and deaths; and investigators, prosecutors, and former employees ready to talk about the wanton disregard for professional standards and horrific safety violations that occurred there.

We also needed to remember at every turn that this was a national tragedy that took the lives of 64 good people – mothers, fathers, sisters, brothers – and that sickened almost 700.  While the profession at large and its association were not to blame, we had to be very sensitive in everything that we said and did.  The level of human suffering, not only by the victims but among the families that depended on them, was immense.

RESULTS

The strategy we developed enabled IACP to get a handle on the situation and ultimately prevented that feared backlash.  While Congress did ultimately enact the Drug Quality and Security Act, the law identified a continued vital role for compounding pharmacy – a vast improvement over earlier dialogue around eliminating the practice of sterile compounding pharmacy altogether.

With the crisis under control, a second phase of the strategy involved a media tour that enabled IACP to educate the media and the public about the continued need for compounding and that emphasized the high quality work and rigorous standards currently in place.

IACP and its members have emerged from the cloud created by NECC.  The organization has taken a position at the forefront of Congressional dialogue over implementation of the Drug Quality and Security Act, and the profession continues to enjoy significant growth.

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